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Employing Military Personnel and Recruiting Veterans Employing Military Personnel and Recruiting Veterans What HR Can Do Introduction One group that has been hit the hardest by high rates of unemployment over the course of the recession and accompanying weak labor market has been veterans of the wars in Iraq and Afghanistan. Data from the U.S. Bureau of Labor Statistics show that the unemployment rate for Iraq and Afghanistan veterans is more than 20% whigher than the rate for all Americans. Young veterans are completing their military service only to enter a job market where young people aged 34 and under are experiencing the highest rates of unemployment of any age group. Unfortunately, many veterans are returning to civilian life with disabilities as a result of injuries incurred in the line of duty, presenting further challenges in their search for employment. HR professionals are uniquely positioned to help both active military personnel and veterans maintain or regain their foothold in the labor market. For this reason, the Society for Human Resource Management (SHRM), the world’s largest association for human resource professionals, has been focusing on what can be done to support these men and women. “America has no greater resource than our human resources. You and your profession help us unleash the greatness that is within our people, our institutions and our nation. You hold us and our institutions to a higher standard. You remind us of our values and help ensure that we live up to them.” Raymond Jefferson Assistant Secretary, Veterans’ Employment and Training Service (VETS), U.S. Department of Labor On June 26-27, 2010, at its 2010 Annual Conference & Exposition in San Diego, SHRM held the “Military Veterans: Transitioning Skills to the New Economy” conference as a way to bring together HR and other business leaders with military veterans and veterans’ organizations. SHRM also polled its members on what they are doing in their organizations to help support both active service men and women and military vet- erans. SHRM collects information and resources for its 250,000 members on employment issues involving veterans and active military personnel so that they can leverage this information to help their organizations and communities show support and build job readiness for these kinds of employees and job seekers. Below is an overview of the latest information and activities from SHRM on this important issue. “While soldiers were away performing their duties, the floor dropped out of the economy. Millions of jobs have been lost, companies went under, and entire industries were shaken. The unemployment rate grew to its highest in decades, and now veterans are among the unemployed. HR professionals are in a unique position to walk the talk and help these transitioning servicemen and women meet the challenges of finding a job in the current economy.” Robb Van Cleave, Chair, SHRM’s Board of Directors Employing Military Personnel and Recruiting Veterans: What HR Can Do 1 SHRM Poll: Employing Military Personnel and Recruiting Veterans—Attitudes and Practices Released on June 23, 2010, the SHRM poll titled “Employing Military Personnel and Recruiting Veterans” looks at attitudes and practices that affect the employment of these groups. The poll examined two areas: • Active duty service employees: The poll examined the pay and benefits that organizations provide to employ- ees who have been mobilized to serve on active duty either as a reservist or as a member of the National Guard for an extended period of time (more than two weeks). It also looked at the challenges organizations face when an employee has been mobilized to serve on active duty and the overall familiarity that HR pro- fessionals have with the Uniformed Services Employment and Reemployment Rights Act (USERRA). • Recruiting and hiring veterans: The poll looked at the benefits and challenges of hiring military veterans, as well as the factors that would assist organizations in recruiting and hiring veterans. Support Organizations Are Offering The poll found that the percentage of organizations with employees who had been mobilized to serve on ac- tive duty has declined steadily since 2004 (see Figure 1). In addition, there were several indications that the financial challenges many organizations faced during the recession may have had some negative impact on the types of support organizations are offering to employees on active duty. The percentage of organizations that are providing no direct compensation support increased by 4% since 2003, while the percentage of those pro- viding a pay differential has declined (see Figure 2). However, many organizations held steady on the benefits they offered employees and their families while the employee was on active duty (see Figure 3). Organizations are helping such employees transition back into the workforce through employee assistance programs, skills training and flexible work arrangements as they transition back into the workplace (see Figure 4). 2 Employing Military Personnel and Recruiting Veterans: What HR Can Do Figure 1: In the last 36 months, have any employees at your location been mobilized to serve on active duty either as a reservist or as a member of the National Guard for an extended period of time? 60% 51% 50% 47% 40% 38% 34% 30% 20% 10% 0% 2004 2006 2008 2010 Note: “Not sure” responses were excluded from this analysis. Source: Society for Human Resource Management. (2010, June 23). SHRM poll on employing military personnel and recruiting veterans. Retrieved from www.shrm. org/surveys. Figure 2: What type of direct compensation (i.e., income) support, if any, is your organization offering those employees who are on active duty? 2003 2004 2007 2008 2010 (n = 372) (n = 211) (n = 157) (n = 165) (n = 116) Providing no direct compensation support 39% 39% 35% 42% 43% Providing pay differential (the difference between what the employee is paid by the military and what he or she would be 34% 28% 45% 40% 23% making if he or she were working) for the entire period of the active duty service* Providing pay differential (the difference between what the employee is paid by the military and what he or she would be — — — — 22% making if he or she were working) for a portion of the period of the active duty service* Providing full pay and benefits for a portion of the period of the — — 10% 6% 6% active duty service Providing full pay and benefits for the entire period of the active — — 6% 1% 3% duty service Other 17% 25% 25% 1% 3% *In years prior to 2010, these questions were combined in one question that asked about providing pay differentials in general. In 2010, these questions were separated to ask about providing pay differentials for the entire period and a portion of the period of active duty service. Note: Only respondents whose organizations have had employees mobilized to serve on active duty as a reservist or as a member of the National Guard in the last 36 months were included in this analysis. A dash (“-”) indicates that the option was not included that year. Percentages do not total 100% as multiple response options were allowed. Data are sorted in descending order by 2010. Source: Society for Human Resource Management. (2010, June 23). SHRM poll on employing military personnel and recruiting veterans. Retrieved from www.shrm. org/surveys. Employing Military Personnel and Recruiting Veterans: What HR Can Do 3 Figure 3: What type of benefits support (i.e., non-direct compensation) is your organization offering those employees (and their families) mobilized to serve on active duty either as a reservist or as a member of the National Guard? 2003 2004 2007 2008 2010 (n = 372) (n = 211) (n = 118) (n = 164) (n = 110) Providing an extension of health insurance for the employee’s 61% 53% 64% 49% 63% family Providing an extension of health insurance for the employee 50% 39% 46% 49% 47% Providing continuing life insurance 49% 43% 52% 47% 31% Other 17% 31% 20% 6% 6% Note: Only respondents whose organizations have had employees mobilized to serve on active duty as a reservist or as a member of the National Guard in the last 36 months were included in this analysis. Percentages do not total 100% as multiple response options were allowed. Data are sorted in descending order by 2010. Source: Society for Human Resource Management. (2010, June 23). SHRM poll on employing military personnel and recruiting veterans. Retrieved from www.shrm. org/surveys. Figure 4: What is your organization doing or planning to do beyond what is required by law to help employees who are returning or have returned to work after being mobilized to serve on active duty either as a reservist or as a member of the National Guard? 2008 2010 (n = 164) (n = 105) Providing an employee assistance program (EAP) to help with – 63% transitioning back to work Providing catch-up skills training to help with transitioning back 37% 58% to work Providing flexible work arrangements during the transition – 48% back to work Providing recognition by management 36% 44% Note: “Not applicable” responses were excluded from this analysis. Only respondents whose organizations have had employees mobilized to serve on active duty as a reservist or as a member of the National Guard in the last 36 months were included in this analysis. A dash (“-”) indicates that the option was not included that year. Multiple response options were allowed in 2008. Data are sorted in descending order by 2010. Source: Society for Human Resource Management. (2010, June 23). SHRM poll on employing military personnel and recruiting veterans. Retrieved from www.shrm. org/surveys. 4 Employing Military Personnel and Recruiting Veterans: What HR Can Do Challenges The main challenge that organizations employing active duty service employees report facing is the uncertainty about how long such employees will be away and how to plan work around this uncertainty.
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